Make your Franchise the Next McDonald’s

How to make sure your new franchise is a massive success.

Make your Franchise the Next McDonald’s

While the vast majority of young franchisors would be happy if they were to open 100 franchises, for others, nothing short of world domination will suffice.

If you’re someone with grander designs, you might well ask, “What does it take to become the next McDonald’s?” Here are some tips for franchisors:

1. Uniqueness

Making it to the top of the world starts with the concept. The franchisor hoping to rule the world must start by breaking new ground and not following in the steps of others.That doesn’t mean your concept must be the first to the market – although that can certainly help.

Uniqueness may be as simple as a new recipe, a fresh marketing campaign, a proprietary product or a new twist on an old service. And ideally, your unique selling proposition involves staking out a competitive position against which your competitors cannot or will not respond.

2. Start With a Plan

Once you decide to franchise aggressively, you need to realise that success in franchising does not happen by accident. Success is designed from day one and happens because companies execute according to a plan.

Good planning starts with an understanding of the competitive landscape and bench-marking your closest competitors. Every franchisor has competitors and it is your job to know how your prospective franchisees view you in relation to them.

You need to properly position the offering, structure the business relationship and determine whom to hire and when. You should then subject these decisions to financial analysis to ensure you have the resources necessary to implement your well-laid plans.

3. Build in Value

In order to be the next McDonald’s, you need staying power. That means building a strong value proposition into the offering. Larger, better established franchisors will have substantial value in their brand and the years of advertising that went into creating it.

For newer franchisors, however, the brand itself, at least short-term, is likely to be a lesser part of the value proposition. You need to concentrate on other elements of the value proposition: research and development, purchasing, back room services and other pieces of ‘value’ that cannot be obtained by an independent business person.

4. Add Sizzle

Of course, if you want to be the next McDonald’s, you are going to have to start by selling a lot of franchises. And to do so, you are going to need to motivate people to investigate – and ultimately buy – your franchise.

Call it what you will – sizzle, sex appeal or pizzazz – you’ll need it to generate interest in your franchise if you are going to really hit it big as a franchisor. While sizzle is, at least in part, a function of the concept it surrounds, the best thing you can do is put together a first-rate franchise marketing plan.

5. Capital Makes the World Go Round

Of course, the best laid plans of mice and men often go awry, especially if you don’t have the capital to implement them. While franchising is a low-cost way of growing a business, it is certainly not a ‘no cost’ means of expansion.

You need to secure adequate capital to fund your initial legal and development costs. Beyond the basic start-up costs, you need to fund a budget for franchise marketing.

There is no worse mistake than taking a one metre leap across a two metre ditch. That means you must start by understanding your capital needs and then ensure this capital is available to you.

6. Select the Right Franchisees

Great franchise systems have great franchisees. Even the best franchise concept will fail if its franchisees are not capable of running a profitable business and delivering a positive experience to their customers. Selecting quality franchisees is most critical as you’re seeking to gain traction in the market. Financial capability is clearly a critical component to success, but other characteristics are equally important.

Franchisees must possess a passion for the brand they are representing, have the ability to lead their operations team and be willing to filter their own personal interests through those of the entire franchise system. An excellent franchisee will realise that profits can only be maximised if their interests are aligned with those of both the franchisor and other franchisees.

7. Make Controlling Quality ‘Job One’

Once you have found your franchisees, one of the most challenging aspects of hyper-growth is controlling quality. But to maintain your value proposition at the consumer level, protecting brand standards must be at the top of your priority list.

If you’re opening a handful of franchises over the course of a year, you can often maintain quality without a heroic effort. But the faster you choose to grow, the more important it is for you to develop the systems and tools necessary to ensure the consumer receives a consistent experience. Moreover, that means a commitment on the part of management to inculcate these standards within the organisation.

8. Make it Work

Of course, no matter how unique the idea, it still has to work. And ultimately, that means return on investment. Nothing sells franchises as fast, especially in today’s viral environment, as the reputation that a particular opportunity is a moneymaker. And nothing can derail a growth opportunity as fast as failing franchisees.

With that in mind, you need to work diligently to maximise the franchisee’s returns. Your first order of business should be to determine if there are ways in which the initial investment can be reduced. Not only does a lower investment improve returns from a percentage basis, but by lowering the bar, it also increases the number of franchisees in the investment pool.

At the same time, you must strive to aggressively manage the franchisee’s income statement. And while top line performance will have the most direct impact on your revenue stream, the expense side management will result in more successful franchisees.

9. Bring in the ‘A Team’

One of the most important aspects of any business is the development of the team responsible for growing it. Chances are, if you have built a successful concept and are about to franchise it aggressively, you’ll need an entirely new set of skills to make the transition from operator to franchisor.

Regardless of the business you plan to franchise, as a franchisor you will now be in the business of selling and supporting franchisees. And if it is your goal to expand aggressively, you will almost certainly be stepping outside of your comfort zone.

The easiest way to overcome this challenge is to bring in an experienced team. Often, the best route is to use a management recruiter who specialises in finding proven franchise talent.

10. Erect Barriers to Entry, and Plan for Change

Lastly, you must anticipate and adapt to changes in the competitive landscape over time. When McDonald’s first started franchising, it had a much more limited menu. It did not have Ronald McDonald. It did not have drive-thru windows. But it continued to adapt and thrive.

The more successful your company is, the more certain you can be that knockoffs will follow you into both the consumer and franchise marketplace. You must anticipate these newcomers and do everything you can early in the process to erect barriers to entry, to adapt to the new marketplace and to stay one step ahead of the competition.

Establishing barriers to entry can be as simple as being first to market and establishing a dominant brand position. Or it can be as complex as obtaining a business process patent. It can be a recipe, a product or an attitude. But if you have an undifferentiated product or service with low barriers to entry, your business will quickly become commoditised.

Of course, there are a thousand hurdles to overcome on the road to success, but with the right planning and enough time, your company could be the business that everyone emulates years from now.

Mark Siebert
About the Author
Mark has personally assisted more than 30 Fortune 1000 companies and over 200 startup franchisors. He regularly conducts workshops and seminars on franchising around the world. For more than a decade, Mark also has been actively involved in assisting U.S. franchisors in expanding abroad. In 2001, he co-founded Franchise Investors Inc., an investment firm specializing in franchise companies.

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